Furthermore, (Quinn & Rohrbaugh, 1981) came out with competing values framework to explain differences in the values underlying various organizational effectiveness model. The framework focuses on the competing tensions and conflicts influenced in any human system. Mainly it focuses on the conflict between stability and change, and the conflict between organization and external environment. Later, (Quinn & Kimberly, 1984) then extended their competing values framework to examine organizational culture. They suggest that value orientations in that framework can be used to ‘explore the deep structures of organizational culture, the basic assumptions that are made about such things as the means to compliance, motives, leadership, decision making,
